From legal expertise to productised innovation: how Casey has built a new model for legal services
Before launching Casey, Vipul Ladwa, Founder and CEO, built his career as a technology lawyer across both in-house and private practice roles. That experience gave him a clear view of the depth of expertise within law firms, as well as the limitations in how that knowledge is delivered and scaled.
That thinking led to Casey. Rather than building another internal efficiency tool, the platform is focused on helping law firms turn their existing knowledge into client-facing products. By converting playbooks, precedents and review processes into structured digital workflows, firms are able to create services that are consistent, accessible and easier for clients to engage with. The result is a shift away from purely time-based billing towards more scalable, product-led models.
Connecting Casey to the right people at the right time
SuperTech has played a practical role in Casey’s development by connecting the business into the right parts of the ecosystem at the right time.
Through participation in the LawTech Open Innovation Lab, Casey was able to engage directly with law firms during the development of its platform, gaining access and feedback to support product fit and refine its approach in line with real-world needs. Access to law firms at this stage would typically take significant time to secure independently, but the programme created a structured route into those conversations and accelerated that process. The programme also included a regulatory perspective in an observational capacity, with a representative from the Solicitors Regulation Authority involved.
Alongside this, SuperTech’s work with universities has created additional opportunities to engage with emerging talent. Vipul was invited to speak at a student-focused LawTech event delivered in partnership with Birmingham City University, sharing insight into how technology is reshaping legal careers. That engagement led directly to Casey bringing in an intern from the event, demonstrating the practical value of these connections from a resourcing perspective as well as longer-term talent development.
“SuperTech helped us get in front of the right people early on. Whether that’s law firms, regulators or talent, it accelerates conversations that would otherwise take much longer to happen”
More broadly, the West Midlands offers a strong network of law firms, universities and support organisations, but it is not always easy for early-stage businesses to navigate. SuperTech plays a key role in bringing these together and helping founders identify where the most relevant opportunities sit, whether that is accessing customers, building partnerships or connecting into talent.
As Vipul puts it, “The opportunity is here to build a business in the region. It just needs to be better known.”
Looking ahead, Casey is actively growing its business and working with forward-thinking law firms to build scalable, productised legal services. As demand for legal AI grows, the opportunity lies in supporting firms to move beyond experimentation and into sustainable, revenue-generating models.
Practical lessons for prospective founders
Reflecting on his experience, Vipul is clear that the biggest shift is personal as much as commercial. Moving from a salaried role into building a business means accepting a different level of risk. You step away from certainty, established structures and predictable income, but in return gain the ability to shape the direction of the legal sector and move quickly in response to the market.
Don’t build in isolation Access to the right people early on makes a material difference, particularly in legal services where relationships and credibility take time to establish. Having a network to draw on, and people to act as a sounding board, can help founders test their thinking, sense-check direction and avoid wasting time pursuing the wrong opportunities. SuperTech plays a role here by connecting founders into relevant conversations and providing a way to engage with the wider ecosystem in a more structured way.
Stay close to the market Building without direct access to customers makes it difficult to reach product fit, particularly in sectors with long buying cycles. The ability to have conversations with firms, understand how they are thinking and refine the proposition accordingly is critical.
Stay focused on commercial outcomes, not just technology The question is not whether something can be built, but whether it will be used, paid for and sustained over time. For Vipul, that focus has been central to how Casey continues to develop.